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PRATT & WHITNEY has no fewer than 46 DEA co‐ordinate measuring machines (CMMs) in the US and the latest installation of a DEA Delta 34A06 gantry‐style machine at the North Berwick, Maine, facility is already showing a saving of 70 to 75% over traditional gauging and measurement methods.

Provides a literature synthesis on the impact of downsizing on the survivors and examines the experiences of three large Canadian companies. Results confirm trends that are generally reported in the literature regarding the negative aspects of downsizing. It suggests that where the company had a clear strategy to implement the downsizing, which included scheduling and a well‐specified operational plan, the impact on those dismissed as well as the survivors was buffered. The use of a downsizing plan also mitigated the negative responses on behalf of the remaining personnel. On the other hand, when the company adopts a reactive approach towards the downsizing process, numerous problems associated with the survivors are reported. The firm that applied seniority to layoff decisions received more favorable responses than firms that used criteria other than seniority.

Manufacturing and Consulting Services (MCS) is signing dealers and value‐added resellers for ANVIL‐5000pc™, the company's newest CADD/CAM software package for mechanical engineering.

United Technologies' Pratt & Whitney has received an order for jet aircraft engines valued at $75 million from Scandinavian Airlines System (SAS) of Stockholm.

This chapter assesses the economic impact of geared turbofan (GTF) engines on the London Heathrow Airport (LHR)–Frankfurt Airport (FRA) route using cost–benefit analysis (CBA). An aircraft appraisal model is created to answer the two key questions of whether the A320neos aircraft with GTF engines could replace the conventional A320 aircraft through an operating lease (acquisition) or whether it would be better for society if the LHR–FRA sector is operated with a leased 737-800 aircraft. The scope of the CBA analysis is from 2015 until 2027.

The outcomes of the aircraft appraisal model indicate that switching to A320neos on lease (Option 2) might be beneficial. The fuel consumption of the A320neo aircraft is lower than that of the current A320-200 aircraft (2,234 kg vs 2,988 kg per sector). As a result, this option could offer a large benefit (NPV of USD 31 million) through lower fuel consumption and thus lower fuel costs. At the same time, a fuel reduction means a lower emissions impact (about USD 2 million benefit). It can be concluded that keeping the current A320-200 (NPV of USD 8.9 million) is less profitable than replacing it with a leased A320neo (NPV of USD 31 million) for Airline A, but better than a B737-800 (NPV USD 4.3 million). The option to lease the A320neos appears to be preferred in most cases, considering the impact of noise and NO_x cost, due to the large benefit of NPV USD 25 million compared to the A320 and an approximately 29 million difference compared with the B737-800.

European air transport policy, emerged through the confluence of case law and legislation, in four broad areas: liberalization, safety and security, greening, and the external policy. Following the implementation of the single market for air transport, policy shifted to liberalizing and regulating associated services and in recent years to greening, the external aviation policy, and safety and security. Inclusion of air transport in the Environmental Trading Scheme of the European Union exemplifies the European Commission’s proactive stand on bringing the industry in line with emission reduction trajectories of other industries. However, the bid to include flights to third countries in the trading scheme pushed the EU into a controversial position, causing the Commission to halt implementation and to give ICAO time to seek a global multilateral agreement. The chapter also discusses how the nationality clauses in air services agreements breached the Treaty of Rome, and a court ruling to that effect enabled the EC to extend EU liberalization policies beyond the European Union, resulting in the Common Aviation Area with EU fringe countries and the Open Aviation Area with the USA. Another important area of progress was aviation safety, where the EU region is unsurpassed in the world, yet the Commission has pushed the boundary even further, by establishing the European Safety Agency to oversee the European Aviation Safety Management System. Another important area of regulatory development was aviation security, a major focus after the woeful events in 2001, but increasingly under industry scrutiny on costs and effectiveness. The chapter concludes by arguing that in the coming decade, the EU will strive to strengthen its position as a global countervailing power, symbolized in air transport by a leadership position in environmental policy and international market liberalization, exemplified in the EU’s external aviation policy.

Bill Boisture, President and CEO of British Aerospace Corporate Jets Inc. announced recently the appointment of the senior management team for this newly formed company.

Describes how elements of the learning organization model can be found in Pratt & Whitney as the company embraces cellular manufacturing. Emphasizes the integration of traditional support groups into cell‐oriented business units. Argues that units experiencing the largest productivity gains have successfully completed the necessary integration. Reveals how productive units have changed their cultures from strict hierarchical control to high employee involvement. Suggests that units within the company which are still struggling with the necessary integration have yet to become learning organizations. Asserts that the challenge for Pratt & Whitney is to expand its successes throughout the company. Concludes that Pratt & Whitney is on track to achieve institutionalized learning and that achieving institutionalized learning requires adoption of the five learning organization tenets throughout the company.

A radically new jet engine, the PW4000, designed to save airlines hundreds of millions of dollars a year in fuel and maintenance costs, will be developed by United Technologies' Pratt & Whitney Group, the company said recently.